Is this your current hiring strategy? If so, this presentation is for you! We’ll give you tips, tricks, and tools to create an effective hiring process that will help to maximize the efficiency of your organization.
Hiring and retaining good employees can be expensive, in terms of time and money. The costs associated with hiring are not often discussed, and should be understood in order to support the resources and tools needed to hire effectively and for the long term. The above statistics were provided by the Conference Board of Canada and they outline the average cost associated with hiring, as well as the average amount of time it takes to hire a new employee. When you examine both the cost and time associated with hiring, it makes sense to do it right the first time! Source: http://www.alandavis.com/pdfs/Cost-per-Hire.pdf
Experts estimate that it takes a new employee approximately 6.2 months to provide value that is equivalent to the cost of hiring. This is the companies break even point. Generally, experts estimate that for the first month of employment, a new employee is functioning at around 25% productivity. This increases to 50% productivity between months 2 and 4. After 5 months, most employees are 75% productive in completing their regular job duties. By 6 months, most new staff are fully trained and functioning at 100% productivity. After 6 months, companies start to see a return on their recruitment investment thanks to decreased costs associated with training and workplace integration and a significant increase in productivity and positive impact on the organization. The full cost of acquiring and retaining a new employee is estimated to be anywhere between 1.5 and 3 times their annual salary. http://www.investopedia.com/financial-edge/0711/the-cost-of-hiring-a-new-employee.aspx
Your search for qualified candidates begins well before you advertise a position. In order to find the right person for the position, it is important to identify the positions that need to be filled. You must have an updated and accurate job description. You need to know what you are looking for in a candidate.
Here are four areas to consider to help accurately determine which positions need to be filled and how you can fill them effectively and in a cost effective manner.
Many organizations hire staff when positions become available through resignation, retirement, or termination. Strategic hiring involves hiring not just to fill a position, but to ensure that critical organizational tasks are being completed effectively. The first step in the recruitment process should be to determine what critical tasks need to be done on a regular basis. One of the best ways to obtain this information is by asking the people who work right on the front lines: staff and managers. By asking for objective and verifiable feedback on the critical tasks that are required to help the organization run smoothly, you can determine what tasks are currently being completed regularly, possible areas for improvement, and tasks that are not being completed as required. You can also review the organizational goals and mandate to ensure that critical tasks are in place to meet these objectives. Finally, where possible, you can collect data on the impact of critical tasks. This can include the positive impact on productivity when tasks are done properly along with the negative impact on productivity when tasks are not completed as required. This information can help to identify areas where additional hiring is required and highlight existing critical tasks that are redundant or no longer needed.
One of an organization’s best resources is their human resources: the staff they already have! Before recruiting, consider if current job duties can be reassigned or redistributed to existing staff members. Even if staff require some additional training or education, this strategy can be less expensive than hiring.
Do you need to hire an employee to meet your current needs? Maybe not! Outsourcing can be an extremely cost effective way to maximize the efficiency of your business operations without the costs associated with a full time employee. Outsourcing to experts tends to see a quicker return on investment since it does not involve a lengthy recruitment process, training, organizational integration, or salary and benefits costs. It can be financially draining for an organization to stay on top of technology innovations. There are many third party firms across the nation that can meet the IT needs of organizations so that in house staff are not required for this function. Business process outsourcing can bring timely expert knowledge to your organization at a lower cost than hiring a permanent full time employee. Business process outsourcing can be used for functions such as customer relations management, equipment, accounting, human resources, logistics, procurement, and documentation. Knowledge process outsourcing can give your organization access to affordable high level skills. Knowledge process outsourcing is often used to assist with advanced research, analytical and technical skills, content and policy writing, and database development. It is typically short term.
You won’t be able to find the best candidate for the position if you do not have an updated and accurate job description. Review this checklist to ensure the job description includes these criteria. Job summary should be a few sentences that summarize the purpose of the position. Organization status describes the interactions with other staff and departments within the organization and externally. Work performed lists the core responsibilities and duties of the position along with a description of the working conditions. Consequences of error outlines the level of decision making required to be successful in the position and describes the consequences of inappropriate judgment. Supervision provided clarifies who supervises the employee. Supervision given clarifies if the position is required to supervise other employees. Education and work experience lists the minimum qualifications required for the position, and any additional special preferences. Skills lists the skills required to be successful in the position.
Before you even consider posting a job advertisement, outline your ideal candidate on paper. Figure out exactly what you are looking for in terms of: knowledge skills aptitudes interests key behaviours past experienceThen take a few minutes to prioritize the factors that make up your ideal candidate. Which factors are the most important to success in the position? Be sure to highlight these in the job posting. Review this list before each interview and take note of which factors each candidate possesses.
You have all the information you need to put together an effective job advertisement. The job description and ideal candidate profile will be your best tools in making sure the job appeals to your target audience. Make sure your job advertisement answers these questions: Here is what we are looking for; Here is what is in it for you; Does this sounds like you? If so, we want to meet you!
Encourage employees to apply for positions.Ask managers to identify and approach employees who are a good fit for the position.Consider what additional training or education could be provided to help an internal candidate be successful in the position.
Interesting to note, a 2012 study completed by a global social talent management solutions agency found that internal sources, such as employee referrals, internal candidates, walk in applications, and the organization’s website produce almost twice the number of hires compared to external sources such as job search engines, job boards, print media, and career fairs.Source: http://www.employeescreen.com/iqblog/where-do-employers-find-new-hires/
Objective: Use the objective section of the candidate’s resume or cover letter to determine which position they have applied for and if their career objective is congruent with the position they have applied forPrevious job titles: Scan this to determine if previous experience is relevant to the position they have applied for.Tenure: Take a look at the candidate’s work history to see if there is a history of short terms of employment or significant gaps in employment. This isn’t necessarily a negative thing, but something you can ask about during your telephone interview.Work experience: This is an in-depth look at the duties and responsibilities required by their previous roles.Education: If you require a specific certification or level of education, you can review this section to determine if they meet the requirements outline in the job posting.Professionalism: Review the resume for overall appearance and attention to detail.
Many organizations skip this important and useful step. Once you have reviewed the resumes and selected a few that meet your criteria, pick up the phone and give each candidate a call. The telephone interview can help to quickly confirm viable candidates. You can use the telephone interview to ask candidates about different aspects of their resume (employment history, specific information about previous responsibilities). You can use the telephone interview to confirm the candidate’s qualifications, experience, workplace preferences, and salary expectations.
-Identify the BEST MATCH of the SKILLS and BEHAVIOURS required to those of the candidate Identify who will CHOOSE to use the skills they have-Recent and long standing behavior is most predictive of future choices
In order to get an accurate picture of the candidate’s skills, abilities, and personality, you should ask a variety of questions that will help you learn how they will be able to apply past experience and current knowledge to be successful in the position.
ExamplesWhat education do you have? What training have you taken?What awards have you received?
ExamplesWhat information would you need to open a personnel file?How would check the system to determine the length of someone’s years of service?What process would you follow to administer medicine?
ExamplesTell me about your computer skills?Tell me about your previous position, what were your responsibilities?Tell me about the work that was required in the dentist’s office?
ExampleWhat do you think are your strengths?Why contributions do you think we could make to this company?What does excellent patient care mean to you?Why did you leave your last job?
ExamplesWhy do you want to work here?What is important to you?What qualities do you like to see in your direct supervisor?Where do you want to be in 5 years?
ExamplesTell how you would handle a patient who was unhappy with the level of care they received from you?Tell us about a time that you had to deal with a difficult client. What was the situation and how did you work toresolve it?
These questions are the best indicator of how an employee will perform in the workplace since past behaviour is the best predictor of future behaviour. ExamplesBeing able to remain calm with an angry client is an important skill of this job. Tell me about a time when a client was angry because of the company’s mistake. What happened? How did YOU handle it? What was the result?
Written tests were widely used until the early 1960s when they fell into disfavour. They were frequently characterized as discriminatory and not job related. However, since well-constructed tests can help predict success on the job, tests have made a comeback. It is important that organizations use tests that are reliable and valid and have been designed to measure the skill or ability. Good tests can help reduce the likelihood of making a poor hiring decision.It is important to ask yourself whether the information gained will predict performance.
Use this as an opportunity to confirm the information provided by the candidate during the screening and interview process. By asking strategic questions, you can confirm that the candidate’s interview presentation is an accurate reflection of their previous work experience and behaviour.
In most of Canada, it’s against the law to fire, refuse to hire, or otherwise unfavourably treat a person just because he/she has a criminal background. Criminal record checks can also lead to discrimination against others if you use race, religion, and other grounds protected in the law as a criterion for determining who to check. Ensure that your checking policy is based on legitimate criteria associated with the position rather than the personal characteristics of the individuals seeking or holding it.Adopt a policy on criminal record checks that explains what positions require checks and why. Your policy should also:- Require a clear criminal record check for specific positions upon the start of employment;- Allow for a conditional term of employment before receipt of the results of a criminal record check; and- Include a statement that unsatisfactory criminal record check results could result in demotion or termination.Source: http://hrinsider.ca/articles-insight/latest-headlines/how-to-conduct-criminal-record-checks
Always consult a legal expert before requesting that applicants undergo drug testing as a condition of employment. Source: http://www.chrc-ccdp.gc.ca/sites/default/files/padt_pdda_eng.pdf
A new employee file should include all the information listed above. The organization must ensure that this information remains confidential and secure.
The employee orientation process is the first part of a long term investment in an employee’s success. The orientation should be designed to provide easy access to general information that will help employees to better understand the organization, their position, and how to be successful. Although time consuming, there are many benefits to a comprehensive orientation process. These benefits include: Clearly communicating standards that help to reduce disputes and limit liability; Promoting consistent management; Clearly communicating policies and procedures; Demonstrating the organization’s commitment to safety, equal treatment of all staff members, and achieving organizational objectives; Providing protection from claims of discrimination and all forms of harassment.Source: https://www.jobsetc.gc.ca/eng/pieces1.jsp?category_id=2828&root_id=2821
You’ve hired some great staff and now you need to keep them!
Adapted from Ivey Business Journal
Career development: Identifying the employee’s career goals and interests and putting a plan in place to help them achieve their career goals. Knowing this information can also help with succession planning, both for the employee’s current position and the position they hope to grow into.Skill development: Identifying new skills that the employee would like to learn to enhance their ability to do their current job or as part of their career development plan.Personal development: Can include training and counseling in areas that will help them to grow as an individual and give them the skills and abilities they need to be successful in their current position or to grow into a new position. Coaching courses are a very popular example of personal development.
Constant, transparent communication between organizations and their employees is a critical factor in retaining staff. Employees thrive and become more loyal to the organization when they feel informed about and involved in decisions, both small and large.
Work/life balance involves proper prioritizing between work related obligations and lifestyle. Many studies have shown that work/life balance increases retention rates and job satisfaction while decreasing absenteeism due to physical and mental illness. Tools to help employees to achieve and maintain a work/life balance include: Flexibility Telecommuting Workplace wellness programs Access to counseling or coaching services Onsite and/or emergency childcare assistance Eldercare assistance Leaves of absence for education or volunteering
Strategies for Interviewing, Hiring, and Retention
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2 0 1 4 K A I N A I W A C H I L D R E N ’ S S E R V I C E S
C O R P O R A T I O N C O N F E R E N C E
L I S A P E C K H A M
Interviewing, Hiring, and
The information presented to you today is considered
to be general best practices for organizations across
Canada. The information is not intended to provide
legal counsel or legal advice.
Financial impact of effective hiring and retention
How to source qualified candidates
Effective screening processes
Contracts and Obligations
Understanding employer rights and responsibilities
Understanding employee rights and responsibilities
Incentives designed to retain the best people
Financial impact of effective hiring and retention
Position Cost to Hire
Executive $43 000
Management/Professional $17 000
Technical $13 300
Clerical/Support $3 300
Position Time to Hire
Executive 15 weeks
Management/Professional 9 weeks
Technical 7 weeks
Clerical Support 4 weeks
What factors contribute to the cost of hiring?
Preparing job posting
Drug screens, background checks, and other
pre-employment assessment tests
Training and workplace integration
Costs to payroll and benefit plans
Return on investment
One month Four months Five months Six months
Minimizing recruitment costs
The single best way to minimize recruitment costs is to
maximize the impact of each dollar spent by
following a thorough and reliable recruitment
process. Every time.
How to source qualified candidates
Identify the positions that need to be filled
Review and update job descriptions to accurately
reflect the details of the position
Create an ideal candidate on paper
Begin your search process
Identify positions that need to be filled
Which critical tasks are not being completed?
Are there tasks that could be taken from a few
different positions and compiled into a new job?
Identify current and future needs and ensure
position will meet both those needs
Identify the critical tasks that need to be done on a
Interview managers and staff
Review organizational goals and mandate
Collect data on impact of critical tasks
Determine if critical tasks can be reassigned to
existing staff members
When reassigning tasks, remember to consider
Additional training or education to ensure staff member is
Amending staff member’s job description to include new
Ensuring compensation accurately reflects the employee’s
amended job description
Current and future needs
Ensure that your hiring strategy takes current AND
future needs into account
What are our strategic goals for the next year? 3 years? 5 years?
How will we achieve these goals?
What do we need in place to help management and staff achieve
their daily goals?
What will the organization do to minimize the impact if an
employee resigns, becomes ill, or is terminated?
Most organizations can meet some of their
operational needs through outsourcing in key areas
Technology services outsourcing
Business process outsourcing
Knowledge process outsourcing
Consequences of error
Education and work experience required
Write the job advertisement
Writing the job advertisement
Target your ideal candidate
Use bullet lists
Keep your paragraphs succinct
Make it easy to read
Include info on attractive aspects of your
Training and education
Online job search
Online job boards
Resumes on file
Post secondary education
Walk in applications
Tell me about yourself.
Why have you applied for this position?
What specific qualifications do you have that make
you a good candidate for this job?
What are your salary expectations?
What do you look for in an employer?
If you were selected for an interview, when could you
If offered the job, when are you available to start?
The goal of the interview
To ask questions about how the candidate has
performed in comparable situations to those
required by the job in order to identify the ideal
candidate and accurately predict future
How you help the interview process
It is your job as the interviewer to establish a rapport
with each candidate and create a relaxed
environment that will support open and candid
exchange of information.
Provide information about a person’s
background, education, employment history, and
May give you an idea about what the person knows
but can not tell you if the person will USE their skills
the way you want
Relate to the specific technical information that is
required in the job
Could be on a written or practical test if a specific
level of skill is needed
Provide evidence that a person MAY have the
knowledge that is required but can not predict
whether a person will choose to use their skills and
knowledge on the job
These questions ask about what their experience has
been doing specific tasks required on the job
Do not give you information about the quality of the
work that the candidate did and are not predictive of
May tell you how the job requirements of past jobs
are similar or different from what you are hiring to
Ask for the candidate to give opinion on a particular
People who are very good at thinking quickly and
communicating tend do well with these questions
Some risk that candidates will simply say what they
think you want to hear
Can be followed up on to find out how a person
What does excellent patient care mean to you? Tell me about a
time that you gave that kind of service.
These questions let you find out what is important to
Excellent tool to help determine if the candidate will
be a good fit in the current organizational culture
As with opinion questions, some candidates may
answer and say what they think you want to hear
Provide evidence about whether a person knows how
to handle a given situation effectively
Provide a good opportunity to compare candidates
with limited experience and so can be very useful in
hiring entry level positions
Do not provide information about whether the
person actually applies what they know is effective
Are more effective if followed by a personal example
Behaviour description questions
Provide information about what candidates have done
previously in specific situations
Enable you to identify what a candidate will do by
considering what they have done
Provide information about how the candidate handled
situations and events in the past that are similar to
requirements of the new job
Provide the candidate with a better understanding of
Keep it legal!
Avoid questions about
Nationality or race
Marital or family status
Medical conditions or disabilities
Purpose of the interview
The purpose of an interview is to share enough
information that both parties can make an educated
Getting even MORE information
Ask for more details of a particular situation
Ask for more detail about the specific action that
the candidate took
Ask for additional information about the results
obtained by the candidate or the impact of the
Find out how recently the event happened
Ask how often the person takes similar action
Encourage candidates to ask you questions about the
job and the organization
Candidates may ask questions about the challenges
of the job, culture of the organization, management
styles, and expectations
Consider using testing when you are confident that
the information obtained will help to predict future
Well designed tests can provide job
related information on
Specific technical knowledge and skills
Post interview selection tools
Criminal record checks
Physical testing to confirm ability to perform bona
fide occupational requirements
Confirm previous work duties and responsibilities
Confirm employee’s impact on the organization
Ask about the employee’s attendance record
Ask how the employee responded to criticism and
suggestions for improvement
Confirm the employee’s strongest qualities
Ask if the person would re-hire the candidate
Criminal reference check
May be required for positions of trust
Employees that have access to large amounts of money, secure
systems, or private data
May be required for positions involving contact with
children or other vulnerable persons
May be required for positions that involve
May be required for positions where an employee’s
physical capabilities must meet a certain standard to
ensure their ability to work safely and effectively
Most commonly used in positions with identified bona fide
occupational requirements and safety
Physical testing may include sight test,
hearing test, lung function test,
and a physical fitness test
“Requiring an employee or applicant for employment to
undergo a drug test as a condition of employment may be
considered a discriminatory practice on the ground of
disability or perceived disability. Requiring an employee
in, or an applicant for, a safety sensitive position to undergo
alcohol testing as a condition of employment may be
acceptable, given that alcohol testing can measure
impairment at the time of the test, but only if the employer
accommodates the needs of those who test positive and who
are determine to be dependent on alcohol. . . The Act
prohibits discrimination based on the actual or perceived
possibility that an individual may develop a drug or alcohol
dependency in the future.”
Canadian Human Rights Commission’s Policy on Alcohol and
Contracts and obligations
Understanding the employer’s rights and
Understanding the employee’s rights and
Employer’s rights and responsibilities
Provide a written offer letter
Obtain the new employee’s SIN no later than 3 days
after they begin working
Have the employee complete Form TD1, Personal
Tax Credits Return
Create a Human Resources file
Prepare and implement an orientation plan
Confirm important details about the job
Location, start date, job duties, hours of
work, salary, benefits, probationary period
Include copies of relevant policies and procedures
that the employee is required to review
Have the employee sign and return a copy of the
letter and a declaration of understanding of relevant
policies and procedures
Social Insurance Number
All employers are required to view a new employee’s
social insurance card within 3 days of starting work
The employee’s name and SIN must be recorded
exactly as it appears on the card
Confirm that any employee with a SIN starting with
9 is eligible to work
Ensure that the new employee is provided with Form
TD1, Personal Tax Credits Return
Ensure that the new employee is provided with any
additional government forms that may be required to
accurately calculate their taxable income
If you are unable to obtain the new employee’s SIN
or TD1, you are still responsible for calculating and
withholding appropriate payroll deductions
Human Resources file
Resume and cover letter
Reference check notes
Signed offer letter
Social Insurance number
Signed TD1 form
Benefit enrolment forms
Garnishee or court orders
Signed confirmation of
receiving and reviewing
Orientation to the business
Mission statement, organizational structure, goals and objectives
Company policies and procedures
Safety and emergency policies and procedures
Tour of the facility and work area
Job responsibilities and performance expectations
Signed checklist confirming orientation has been
Employee’s rights and responsibilities
Have the right to work in a respectful, inclusive
environment free from discrimination and harassment
Must provide SIN, identification, and signed TD1 Form
Must provide signed offer letter and signed declaration of
receiving and reviewing employee handbook and other
Must complete the orientation
Must carry out the duties of their position and comply
with workplace rules, regulations, and policies
Must treat all coworkers, clients, and the public with
respect and must not participate in any discriminatory
Tools to be successful
Performance expectations should be clearly
communicated to each employee on a regular basis
This can be done through formal performance reviews and
Formal and informal feed back should provide
information on how the employee can improve AND
confirm what they are doing right
Tools for success
Ensure that employees have the tools, materials, and
resources they need to be able to do their jobs
Technology, additional staff resources, personal protective
equipment, assistive devices, equipment, physical
materials, access to information
build for the
Positive work environment
Shared commitment to the values, goals, and vision
of the organization
Sense of unity
Ample opportunities to be heard
Opportunities for development
Feedback and recognition
Provide feedback in the moment
Provide contextual feedback
Provide authentic feedback
Recognition can come in many forms
Private or public praise, monetary rewards, praise from their
peers, time off, salary increases, gifts
A recent study found that 83% of employees said that
recognition in the form of praise was more fulfilling than
rewards or gifts!